*1. Discuss the four leadership strategies identified by Sergiovanni: bartering, building, binding and bonding.
3rd Edition p.113-114
4th Edition p. 131, 141 table on 138
5th Edition p.159 tabel on 166
6th Edition p.164 table on 171
2. Define the three approaches to leadership: traditional, human resource, and binding leadership.
3rd Edition p.
4th Edition p. 132
5th Edition p.160
6th Edition p.165
*3. Compare and contrast Burns' transactional and transformative leadership.
3rd Edition p. 118-119
4th Edition p. 134
5th Edition p.162
6th Edition p.167
4. Describe Etzioni's moral dimension in management and motivation.
3rd Edition p.
4th Edition p. 136
5th Edition p.162
6th Edition p.167
*5. How does the charismatic principal convince teacher to follow him/her?
Leaders thought to be charismatic have the ability to touch people in meaninful ways. As a result, these people respond to their leaders and to the ideas and values that they stand for with unusual commitment and effort. The typical result is performance that is beyond expectations.
3rd Edition p. 122
4th Edition p. 137
5th Edition p.169-170
6th Edition p.174--175
*6. How do principals "minister" to the needs of the schools they serve?
3rd Edition p. 127
4th Edition p. 143
5th Edition p.165, bottom of 170
6th Edition p.175
3rd Edition p.113-114
4th Edition p. 131, 141 table on 138
5th Edition p.159 tabel on 166
6th Edition p.164 table on 171
2. Define the three approaches to leadership: traditional, human resource, and binding leadership.
3rd Edition p.
4th Edition p. 132
5th Edition p.160
6th Edition p.165
*3. Compare and contrast Burns' transactional and transformative leadership.
3rd Edition p. 118-119
4th Edition p. 134
5th Edition p.162
6th Edition p.167
4. Describe Etzioni's moral dimension in management and motivation.
3rd Edition p.
4th Edition p. 136
5th Edition p.162
6th Edition p.167
*5. How does the charismatic principal convince teacher to follow him/her?
Leaders thought to be charismatic have the ability to touch people in meaninful ways. As a result, these people respond to their leaders and to the ideas and values that they stand for with unusual commitment and effort. The typical result is performance that is beyond expectations.
3rd Edition p. 122
4th Edition p. 137
5th Edition p.169-170
6th Edition p.174--175
*6. How do principals "minister" to the needs of the schools they serve?
3rd Edition p. 127
4th Edition p. 143
5th Edition p.165, bottom of 170
6th Edition p.175